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What is a RACI? And why do you need one?

If you’ve ever worked on a team project and found yourself utterly confused by who should do what, a RACI chart might help. RACI stands for “responsible, accountable, consulted and informed”. Some project managers refer to it as a responsibility assignment matrix, but it’s useful no matter what you call it.

You might be fatigued by business acronyms, but a RACI is worth considering. It clarifies roles in a project, especially roles involving communication and decision making. It’s a standard component of project management. And it’s easy to create.

From my experience, it’s appropriate to use a RACI in four situations:

  1. When existing teams are asked to work together in new ways, such as virtually
  2. When new teams are formed to work on a new project
  3. When individuals join a project and need to understand how they’re expected to contribute
  4. When you need to clarify decision-making authority

Clarifying roles – and the boundaries of those roles – matters in professional firms, where multiple individuals have authority to make decisions or direct work.

Let’s test a RACI matrix, using a simple example.

Suzi is responsible for marketing in a small firm. One of the employment lawyers, Sheila, wants her create a list of contacts to invite to a new clients-only webinar she wants to present in six months. The webinar will feature an expert panel, comprised of firm clients.

Task: Create a draft list of clients to invite to the webinar. (Note that this is just one task among many in in the project).

Responsible: Suzi
The responsible person completes the task. A task always produces an outcome, i.e. the list.

Accountable: Sheila
The accountable person approves the work the responsible person does. S/he has authority to accept it or request revision. While multiple people might be responsible, consulted or informed for each task, only one person should be accountable. Clarify who this person is at the outset to avoid conflicts and/or delays later on. In a small team, one person might be both responsible and accountable.

Consulted: Sheila’s co-presenters and practice group
The opinions of this group count, but don’t rule. They might provide information to be considered, such as whom to invite or delete from the list. That said, decisions can be made and work can progress without their input. Remember this when you’ve asked for the opinion of people in this group, but haven’t heard back from them (if you can, make this clear at the outset of the project).

Informed: Other firm members
People in this category want to be kept up to date. They also want to know if the task will affect their ongoing work. For example, if a lot of practice group members will be expected to organize or attend the seminar while they’re needed to work on a major client matter.

Most teams use a simple excel spreadsheet to create a RACI. Some use software, but data entry can often take on a life of its own and distract people from the work itself. Your goal is to get something done, not to complete forms.

RACIs aren’t a substitute for the essential components of a major project – engagement letters or project charters, statements of work, work breakdown structures, risk registers, etc. Rather, they complement them.

During the pandemic, the shift to remote work has required professionals to be more organized than ever at a time when they’re busier than ever. A RACI is one way to mitigate risks to project quality, schedules and budgets. It also avoids confusion, which reduces stress while people are dealing with so much else at home and in the office.

Further resources:

To Hold Someone Accountable, First Define What Accountable Means, from Harvard Business Review.

It’s Your Decision, from Deloitte.

Change Manager Certification Helping clients create individual and organizational change

Professional firms constantly face changes in the business environment. Both the pace and complexity of these changes are increasing, which requires organizations to have a structured approach. This not only assures clients, employees and partners of your commitment to excellence; it also reduces risk through careful planning. In the end, it costs less, too.

In May 2018, Bellwether Strategies principal consultant Natasha Chetty completed the Prosci (pronounced “pro-sigh”) change management certification program in Banff, Alberta.

Change management is often described as “the people side” of project management.

Benefits for Bellwether Strategies clients include:

  • A structured approach to facilitate change initiatives of any size, from  a simple work process change to enterprise technology updates.
  • Customizable tools and resources based on credible research
  • Integration with project management capabilities within client firms
  • Training opportunities for firm managers

The certification complements Natasha’s background in strategic planning, communications and legal project management skills training.  She looks forward to working with clients on organizational change initiatives, individual development and other projects that demand a thoughtful approach to transition and, ultimately, continued success.

ACMP Vancouver Member Profile Natasha Chetty featured in December Newsletter

The Association of Change Management BC Chapter (ACMP) interviewed Bellwether Strategies principal Natasha Chetty for its December member newsletter.

ACMP is dedicated to advancing the discipline and the profession of change management, while supporting its members in developing individual and organizational change capabilities.

Read the interview below and learn more about ACMP by visiting their website or attending one of their events.

MEMBERSHIP PROFILE – NATASHA CHETTY

Tell us a bit about yourself.
I started in marketing and communications and gradually realized that most of my work involves change management, from strategic planning to internal communications to branding and reputation management. Many of my clients are trying to honour unique workplace cultures, but they realize they need to embrace change if they want those cultures to remain successful. The principles of change management offer a credible path forward.
Why did you decide to join ACMP Vancouver?
I joined for the camaraderie and to learn from others in the field. I also appreciate the resources that ACMP offers – webinars, networking events, etc.
What are you working on?
I’ve been working with a national law firm on a rebranding project. It was exciting to get involved at the early stage and see how deeply they’ve been able to implement changes. I’ve also been helping one of my smaller accounting clients merge with a larger firm; it’s gratifying to know that the reputation building program we worked on over several years created real equity in their organization.
Do you have any recommended change management books/resources to share?
Humble Consulting by Edgar Schein. He reinforces the need for consultants to recognize the messy, human aspects of change management and to be more concerned with being perceived as practical and helpful, rather than being impressive.
How do you like to spend your time outside of work?
Travelling, running and eating (not necessarily in that order). I’ve also been trying to make jewellery and expand my culinary skills to varying degrees of success. My partner and I spent six weeks in Africa in 2016; we enjoyed it so much we’re planning a return trip next year.